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Tytuł artykułu
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Języki publikacji
Abstrakty
Purpose: The purpose of this article is to identify the expectations of IT employees towards the recruitment process. We intended to establish their preferences in terms of the forms of recruitment and the type of information that arouses their interest in a job offer.
Design/methodology/approach: The research focused on external recruitment. A survey method was used, in which most questions were closed questions. A descriptive research and observation method was also used. The research group is extensive but does not meet the condition of representativeness. Therefore, the research can be described as survey research. However, they provide an interesting insight into the recruitment process in the IT industry.
Findings: Job candidates adopt two strategies. The first is a passive strategy, which consists of waiting for an offer from the recruiter. The second strategy is characterized by an active candidate who undertakes a search with specific companies. Above all, candidates expect information that will enable them to assess the match between their technological competencies and those required by the employer. In addition, an offer that draws the candidate's attention should include information on: the project, salary range, location, and form of employment. An effective recruiter needs to know the employer and characterize it attractively in terms of the company's development prospects, future challenges for the employee, potential promotion path, as well as the working atmosphere (team of colleagues).
Research limitations/implications: Research indicates an increasing role for the recruiter and innovative tools in the employee sourcing process. A significant proportion of candidates prefer telephone contact with the recruiter, which implies that recruiters have 'soft' skills. Future research should recognize the mechanism of the recruiter's work with the candidate but also identify contemporary e-recruitment methods that are constantly changing and improving.
Practical implications: The practical value of the article lies in the possibility of using the research to design a candidate-friendly recruitment process, which can further improve the number of candidates recruited. The results of the research have led to the formulation of some important tips that can improve recruitment effectiveness in the IT industry.
Originality/value: The research and its interpretation are conducted from the perspective of a company seeking an employee for a specific position. Our article highlights the need to analyze the recruitment process from the candidate's perspective. We show that recruitment, as a communication process, can be a deterrent for candidates to decide to change jobs, despite the real (objective) attractiveness of employment and working conditions in a specific company. In this context, our findings may be useful for recruiters - those who make the first contact with a potential candidate.(original abstract)
Design/methodology/approach: The research focused on external recruitment. A survey method was used, in which most questions were closed questions. A descriptive research and observation method was also used. The research group is extensive but does not meet the condition of representativeness. Therefore, the research can be described as survey research. However, they provide an interesting insight into the recruitment process in the IT industry.
Findings: Job candidates adopt two strategies. The first is a passive strategy, which consists of waiting for an offer from the recruiter. The second strategy is characterized by an active candidate who undertakes a search with specific companies. Above all, candidates expect information that will enable them to assess the match between their technological competencies and those required by the employer. In addition, an offer that draws the candidate's attention should include information on: the project, salary range, location, and form of employment. An effective recruiter needs to know the employer and characterize it attractively in terms of the company's development prospects, future challenges for the employee, potential promotion path, as well as the working atmosphere (team of colleagues).
Research limitations/implications: Research indicates an increasing role for the recruiter and innovative tools in the employee sourcing process. A significant proportion of candidates prefer telephone contact with the recruiter, which implies that recruiters have 'soft' skills. Future research should recognize the mechanism of the recruiter's work with the candidate but also identify contemporary e-recruitment methods that are constantly changing and improving.
Practical implications: The practical value of the article lies in the possibility of using the research to design a candidate-friendly recruitment process, which can further improve the number of candidates recruited. The results of the research have led to the formulation of some important tips that can improve recruitment effectiveness in the IT industry.
Originality/value: The research and its interpretation are conducted from the perspective of a company seeking an employee for a specific position. Our article highlights the need to analyze the recruitment process from the candidate's perspective. We show that recruitment, as a communication process, can be a deterrent for candidates to decide to change jobs, despite the real (objective) attractiveness of employment and working conditions in a specific company. In this context, our findings may be useful for recruiters - those who make the first contact with a potential candidate.(original abstract)
Rocznik
Strony
177--190
Opis fizyczny
Twórcy
autor
- Wrocław University of Economics
autor
- Wrocław University of Economics, Poland
autor
autor
Bibliografia
- 1. Bednarz, K. Dane LinkedIn: 91% aplikujących chce znać widełki płacowe w ogłoszeniach o pracę. Retrieved from https://enterthecode.pl/news/widelki-placowe-w-ogloszeniu/, 11.07.2023.
- 2. Bieniak, A. (2015). Candidate experience czyli doświadczenia kandydatów związane z procesem rekrutacji. Personel i Zarządzanie, No. 1, pp. 60-63.
- 3. Branowska, A. (2021). Proces doboru pracowników w przedsiębiorstwach. Przegląd nowoczesnych i tradycyjnych metod selekcji. Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarzadzanie, No. 83, pp. 9-25, doi: 10.21008/j.0239-9415.2021.083.01.
- 4. Chawla, N. Gabriel, A.S., da Motta Veiga, S.P., Slaughter, J.E. (2019). Does feedback matter for job search self-regulation? It depends on feedback quality. Personnel Psychology, Vol. 72, Iss. 4, pp. 513-541.
- 5. Ciećwierz, A. (2021). Rekrutacja oparta na kompetencjach. Gliwice: Helion S.A.
- 6. Dolot, A. (2014). Rola procesu rekrutacji pracowników w kształtowaniu wizerunku przedsiębiorstw. Przedsiębiorczość-Edukacja, Vol. 10, pp. 59-70.
- 7. Finn, A. (2017). Reputation management 101: consider candidate experience. Strategic HR Review, Vol. 16, No. 5, pp. 239-240. Retrieved from: https://doi.org/10.1108/SHR-07- 2017-0044, 7.07.2022.
- 8. Kawka, T., Listwan, T. (2010). Dobór pracowników. In.: T. Listwan (Eds.), Zarządzanie kadrami (pp. 101-147). Warszawa: C.H. Beck.
- 9. Kowalczyk, E. (2008). Kompetencje negocjacyjne w procesie doboru kadr. In: S.A. Witkowski, T. Listwan (Eds.), Kompetencje a sukces zarządzania organizacją (pp. 295-303). Warszawa: Difin.
- 10. Lipka, A. (2000). Strategie personalne firmy. Kraków: Wydawnictwo Profesjonalnej Szkoły Biznesu.
- 11. Mahjoub, A., Kruyen, P.M. (2021). Efficient recruitment with effective job advertisement: an exploratory literature review and research agenda. International Journal of Organization Theory & Behavior, Vol. 24, No. 2, pp. 107-125. Retrieved from: https://doi.org/ 10.1108/IJOTB-04-2020-0052, 07.07.2022.
- 12. Muduli, A., Trivedi, J.J. (2020). Recruitment methods, recruitment outcomes and information credibility and sufficiency. Benchmarking: An International Journal, Vol. 27, No. 4, pp. 1615-1631, Retrieved from: https://doi.org/10.1108/BIJ-07-2019-0312, 24.08.2023.
- 13. Pawlak-Dobrzańska, M. (2018). Candidate i employee experience: czy i dlaczego warto je mierzyć? Personel i Zarządzanie, No. 4, pp. 24-28.
- 14. Raport Pracuj.pl (2022). Rynek pracy specjalistów H1 2022. Retrieved from: https://media.pracuj.pl/presskits/rynek-pracy-specjalistow-h1-2022, 14.07.2022.
- 15. Rekrutacja i budowanie zespołów w branży IT - największe wyzwania na 2019 rok. Retrieved from: https://prowly-uploads.s3.eu-west-1.amazonaws.com/uploads/landing_ page_image/image/142096/39777c27113ee2a133cc2698bd8e1a0d.pdf, 29.08.2023.
- 16. Sobocka-Szczapa, H. (2014). Dobór pracowników - decyzja strategiczna firmy. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, No. 68, pp. 103-115.
- 17. Wojtaszczyk, K. (2012). Employer branding czyli zarządzanie marką pracodawcy. Uwarunkowania, procesy, pomiar. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
- 18. Wolniak, R. (2019). Internet usage in the recruitment and selection of employees. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, No. 140, pp. 401-411, doi: 10.29119/1641-3466.2019.140.33.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171684320
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